Budget & Forecast

Budget and forecast are often confused in hospitality — or one of the two is dropped altogether. The budget is the year-start target you measure yourself against. The forecast is the rolling, monthly-updated expectation of how the year will actually end. Both are needed in parallel — one without the other is operationally worthless.

We build your budget bottom-up: by month, segment, room category and distribution channel. Assumptions are documented transparently — pricing increases, expected occupancy lifts, new OTA contracts, event calendars. The monthly forecast compares actuals to plan, identifies deviations early and proposes concrete corrective measures: targeted marketing pushes, rate drops in soft weeks, yielding actions in strong weeks.

A structured budget and forecast report is also the language owners, banks and investors understand. We build monthly management summaries including variance analysis — precise enough for an asset-management meeting and accessible enough for a banking call.

An example of how the forecast actually steers: your budget targets EUR / CHF 180,000 room revenue for October. The September forecast, based on current pick-up, shows only EUR / CHF 158,000 — a 12 percent gap, visible six weeks in advance. That leaves time for targeted countermeasures: a direct-booking campaign for the weak calendar weeks, adjusted rates on shoulder days, relaxed minimum-stay restrictions. Without a rolling forecast, the same gap only surfaces in the November closing — when nothing can be recovered.